Why disability inclusion must go beyond hiring – and start with listening

As Singapore works towards its 2030 disability employment target, Special Olympics athlete leaders and advocates say employers and institutions must listen to people with intellectual disabilities, challenge low expectations, and provide the support they need to thrive.

For all the progress made on disability inclusion, employment remains a key gap in Singapore. The resident employment rate for persons with disabilities reached 34.7% in 2024/25, against the national target of 40% by 2030. 

That gap was part of the context for the Special Olympics Asia Pacific Regional Athlete Congress 2026, held in Singapore on 3 August (Monday). A total of 44 Athlete Leaders from across Asia Pacific gathered to share what needs to change in employment, education and healthcare, not as passive participants, but as people whose lived experience shaped the discussion.

For Martin Siah, Singapore Country Head, Bank of America, this is what separates meaningful inclusion from a statement of intent. Speaking to Sarah Gideon, he says: "This Congress is special because it is not simply about inclusion. It is about inclusion in action.

Siah believes employers have a role that goes beyond opening up jobs. Businesses can use their resources, people and influence to create platforms for people with intellectual and developmental disabilities, support leadership development and bring more voices into conversations about employment, health and education.

But that work must start with listening. According to Natalie Tait, Head of Human Resources Singapore and APAC Talent Executive, Bank of America, organisations can sometimes make the mistake of designing solutions based on what they assume people need.

"Many people have good intentions when supporting people with disabilities, but they may approach it from the perspective of what they themselves think help should look like."

For Tait, an inclusive workplace is one that takes time to understand the support that allows someone to perform at their best, rather than focusing narrowly on perceived limitations.

She recalls volunteering at a Special Olympics event and seeing young athletes who were quiet in the stands become focused and formidable once they stepped onto the track. "For some, the noise and social interaction in the stands could be overwhelming. But when they were able to get onto the field and compete, their ability, drive and sense of purpose were extraordinary."

Changing the system, not asking people to fit into it

Dipak Natali, Regional President and Managing Director, Asia Pacific, Special Olympics, places the conversation in a wider context. For him, one of the most entrenched barriers facing people with intellectual disabilities is not simply a lack of opportunities, but the low expectations placed on them from an early age.

"Special Olympics gives people of all abilities opportunities, through sport, to learn resilience, commitment and competition, and to focus on what they can do rather than what they have been told they cannot do," he shares.

Natali calls this the "tyranny of low expectations". In healthcare, families may be told what their child will not be able to do rather than being supported to understand their potential. In education, bullying, stigma and a lack of confidence among educators can limit participation. In employment, people can be overlooked before they have had a chance to demonstrate their skills.

These barriers are often reinforced by systems that were not designed with people with intellectual disabilities in mind.

"Too often, the focus is on what a person with an intellectual disability cannot do, rather than what they can do."

That shift is relevant across every part of daily life. In healthcare, it may mean clearer communication, better preparation for appointments and environments that feel less unfamiliar or intimidating. Tait points out that even a dental visit can be frightening when a patient does not understand what will happen or why.

In schools, inclusion can mean creating opportunities for students with and without intellectual disabilities to build relationships and participate together. Special Olympics’ Unified Schools model, where students play on the same sports teams rather than against one another, is one example of how shared experience can change attitudes early.

And in the workplace, it means moving beyond the question of whether someone can be hired to ask: what support, structure and opportunity will help them succeed and progress?

Inclusion as a collective responsibility

Siah says businesses cannot address these challenges alone. Employers, policymakers, communities, educators, healthcare providers and people with lived experience all need to be part of the solution.

"I would like to see more companies and corporates in Singapore fully embrace inclusion. That means supporting people with intellectual disabilities not only from an employment perspective, but also in relation to their health, personal development and wider participation in society," he stresses.

"We do not yet have enough of this in Singapore. This Congress is a first step in building awareness.

"I hope more corporates, governments and policymakers will make a concerted effort, because we need to bring the entire ecosystem together."

Natali agrees. Inclusion, he says, is not a problem that can be solved once and then put aside. It requires continuous learning, re-education, and the discipline to keep asking whether people are being listened to.

"Having a voice matters," he affirms. "Learning how to use that voice matters. But what is truly critical is being heard."

That is why the Athlete Congress matters. It creates space for people with intellectual and developmental disabilities to share the realities of navigating work, education and health systems, and to identify the changes they want to see.

The stories of athlete leaders such as Hay Qing Hui and Nuraqilah Fatin Swat show what those changes can look like in everyday practice.

Case study: Leadership begins with trust

For Hay Qing Hui, a Special Olympics Singapore athlete leader, leadership opportunities are an essential part of inclusion.

As co-chair of the Special Olympics Asia Pacific Regional Athlete Leadership Council and a member of the Special Olympics International Global Athlete Leadership Council, Hay has represented athletes at national, regional and global levels.

He shares that employers need to recognise the skills and capabilities that people with intellectual and developmental disabilities bring to work, and avoid comparing them with others.

Instead, organisations should provide guidance, support and meaningful chances to take on responsibility.

"I would advise giving the right support and guidance within the organisation and providing leadership roles, as this builds confidence and trust and helps people with intellectual and developmental disabilities have a voice in the workplace, since they have transferable skill sets."

His message poses a challenge for employers to think beyond hiring. A genuinely inclusive workplace should create pathways for people to learn, contribute, build confidence and lead.

Case study: The value of clear guidance

For Nuraqilah Fatin Swat, a Special Olympics Singapore athlete leader and in-house barista, inclusion is about being given the conditions to do well.

Her role involves serving customers, preparing food and drinks, managing stock, placing orders and handling emails. It has taught her how to manage competing priorities, stay organised and find ways of “working smart”.

Sport has also shaped how she approaches her work. In Bocce, players need to assess the situation, think ahead and adapt as the game changes.

"If I am not sure, I ask questions instead of assuming," she shares. That is a habit she takes into the workplace. She plans her tasks, learns from mistakes, and tries again when something does not go to plan.

For her, a truly inclusive workplace is not one that simply offers a job. It is one where people have a genuine chance to learn, grow and feel part of the team.

"Employers can help by giving clear instructions, simple SOPs and proper training. They should also be patient when someone needs more time to learn a new task.

"Most importantly, employers should focus on a person’s strengths and abilities instead of only looking at what they may find difficult."

Her main takeaway is simple: With a little patience and understanding, you can make a big difference in someone’s life.

Making inclusion real

The Congress made clear that inclusion is not a single initiative or a box to be ticked. It is a set of choices made every day: who is invited into a conversation, whose views shape decisions, how clearly information is communicated, and whether people are given the support and trust to show what they can do.

For Siah, that means embracing inclusion for people of all abilities. For Tait, it means listening before trying to solve. For Natali, it means challenging the systems and assumptions that limit people before they have had the chance to realise their potential.

And for Nuraqilah, the starting point is simple.

"Give people a chance, believe in them, and you may be surprised by what they are capable of achieving."

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Images / Provided